Instruments supporting effectiveness of the Cohesion Policy Karina Bedrunka Director of the Department for Coordination of Operational Programmes Gdańsk, July 7 th 2011

I.National performance reserve II.Cohesion policy after 2013 – focus on results Scope of the presentation

I. National performance reserve

Results of national performance reserve – Opolskie voivodeship ( ) 46 % - level of certification to EC 99 % - level of contracting 42 % - level of EFRD payments

EUR 58,027,035 in EUR National performance reserve Technical adjustment FloodTotal 54,156,9453,870,0906,275,12564,302,160 Allocation for ROP OV : EUR 491,446,973 Additional funds for Opolskie voivodeship 1 st PLACE IN POLAND – SUCCESS OF OPOLSKIE REGION 15% with regard to the original ROP OV allocation

Opolskie success factors Direct contact of public administration staff with beneficiaries at the stage of project development and financial settlement in the form of: individual consultation training sessions/workshops Project promoter at the stage of project submission, approval and financial settlement Meetings of the Marshal of the Opolskie Voivodeship with businesses – introduction of simplifications Raising public administration's and businesses' awareness of joint goals and objectives

Opolskie success factors, cont. Promotion of ROP OV – the Board of the Opolskie Voivodeship was recognized as the most trusted of all in Poland by the Ministry of Regional Development On-going financial and substantive monitoring of the Programme by the ROP OV Managing Authority Major commitment of the Board of the Opolskie Voivodeship to the implementation of ROP OV Responsiveness to legislative changes (Team for environment protection)

Qualifications Motivation Commitment Opolskie success factors, cont.

Wisdom depends on three elements: personality, knowledge and self-control Antiphanes These three virtues create outstanding individuals who are capable of doing great things around them. Opolskie success factors, cont.

Official gala to summarize the results of the contest for the National Performance Reserve under ROP OV and Human Capital OP in the Opolskie Voivodeship Opole, February 25 th 2011

II. Cohesion policy after 2013 – focus on results

Financial perspective Financial perspective Financial perspective Little experience in programming indicators at the national and regional level Excessively developed system, e.g. too many indicators Under/over-estimated indicators Imprecise indicator definitions System of indicators – experience

90 programme-specific indicators: 24 quantitative indicators 66 qualitative indicators Monitoring of indicator achievement in time: monthly cycle based on contracts signed and payment claims System of indicators for ROP OV

YEAR Evaluation studies/Analyses of Managing Authority of ROP OV Evaluation of projects' quality and their impact on efficient implementation of ROP OV objectives, including identification of areas in need of further support 2011 Evaluation and analysis of undertakings aimed at setting up new businesses in the Opolskie voivodeship (including analysis of the quality of jobs created) Analysis of ICT development in the Opolskie voivodeship Road construction investments financed with ROP OV Evaluation of efficiency of implementation of financial engineering instruments within and outside the JEREMIE initiative Evaluation of ROP OV implementation

Evaluation of ROP OV implementation, cont. Annual, periodic report from the implementation of the programme Evolution of the European Commission / country / region's approach from quantitative to qualitative

OPERATIONAL OBJECTIVES FOR MEASURES Indicators concerning individual measures PROJECT OBJECTIVES Indicators declared by beneficiary closed list of obligatory indicators (e.g indicators) indicators specified at the beginning of the programming period consistently defined indicators KEY TANGIBLE OBJECTIVE Indicators, e.g. change in GDP (%) number of jobs created TANGIBLE STRATEGIC OBJECTIVES reflecting Priority Axes Several indicators for each objective Homogeneous priority axes covering max. 3 areas Programming objectives for – interconnection with indicators

Calls for proposals ALLOCATION Project selection procedure Calls for proposals COMPETITION ALLOCATION RESULT TO BE ACHIEVED WITH REGARD TO STRATEGIC OBJECTIVE TOOL project evaluation closely related with indicators

Financial perspective Financial perspective CRITERIA: I.Evaluation of results achieved under specific strategic objectives (FUNDS SPENT VS. RESULTS OBTAINED) II.Payments to beneficiaries (50%) National performance reserve? YES CRITERIA: I.Contracting (50%) II. Payments to beneficiaries (50%)

Raising strategic approach awareness among the Managing Authority and the beneficiaries concerning: increased role of indicators from the very beginning of the programming period specification of permissible deviations in the non-performance of strategic objective-related indicators (e.g. failure to achieve at least 50% of indicators results in financial adjustments) MARKETING AT THE LEVEL OF THE EC / COUNTRY / REGION Proposals for implementation in the financial perspective Concentration of funds on identified growth potentials Focus on the achievement of tangible objectives of operational programmes Specification of the criteria for the national performance reserve at the beginning of the programming period STRATEGIC PROGRAMMING

Proposals for implementation in the financial perspective , cont. Support areas limited to the Europe 2020 Strategy Limited number of project types Indicators linked with project assessment – rejection of projects due to the fact that they do not meet the criterion linked with indicators at the level of strategic objective HORIZONTAL GUIDELINES AT THE COUNTRY LEVEL - CONTINUATION

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